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BRIEF NAME (ARIAL BLACK 36PT, ALL CAPS )

Civilian Training and Leader Development Update Ms. Lisa Rycroft. TITLE. BRIEF NAME (ARIAL BLACK 36PT, ALL CAPS ). Arial Black 36. Human Resources Summit. Craig A. Spisak, Director 7 November 2006. Arial, 20 pt. E. P. M. L. U. U. N. R. U. I. B. U. S.

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BRIEF NAME (ARIAL BLACK 36PT, ALL CAPS )

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  1. Civilian Training and Leader Development Update Ms. Lisa Rycroft TITLE BRIEF NAME (ARIAL BLACK 36PT, ALL CAPS) Arial Black 36 Human Resources Summit Craig A. Spisak, Director 7 November 2006 Arial, 20 pt

  2. E P M L U U N R U I B U S HQ, Department of the Army G-37 Training Directorate Army Civilian Training and Leader Development Update April 2011 Presented by: Ms. Lisa Rycroft Chief, Civilian Training and Leader Development Division

  3. G-37/TR Mission G-37 Training and Leader Development Directorate (TR) Develop, coordinate, and resource policies and strategies for training and leader development programs and initiatives to achieve directed requirements for individual, leader, and unit training readiness to support ARFORGEN, and to enable the Army to support the National Military Strategy. Civilian Training and Leader Development Division (TRV) Develop, coordinate, resource policies and strategies that ensures the Army provides training, education and operational experiences to develop leader competencies and enhance functional and technical capabilities of the Army Civilian Corp in support of the Army Mission. “We must also think differently about how we train, educate, and develop the dedicated employees of the Army Civilian Corps. Effective 1 October 2009, HQDA Staff responsibility for civilian functional training transfers from the Army G-1 to the Army G-3/5/7. Intent is to better synchronize CES with OES and NCOES. This includes ensuring appropriate members of the Civilian Corps are as conversant on war fighting doctrine as their uniformed counterparts.” Chief of Staff Army Army Training and Leader Development Guidance

  4. Strategic Challenges • Implementing NDAA 2010 Personnel Requirements • Losing Intellectual Capital; Competition for Talent • Striking the Right Balance in Workforce Mix • Building Competencies to Meet Emerging Missions • Supporting Expeditionary Missions • Caring for Wounded Warriors • Improving Work Environments • Increasing Diversity • No Funding Growth in POM Years

  5. Strategic Drivers • National Defense Authorization Act of 2010 • …establishes Congressional mandates for all Services • Army Campaign Plan 2011 • …identifies one overarching requirement: Effectively and efficiently allocate and use resources to build the best possible force. • Human Capital Strategy • …sets the cardinal direction for all Army cohorts • Civilian Workforce Transformation Plan • …identifies the goals and lines of operation for future success • Army Training & Leader Development Guidance (CSA approved) • …outlines how we will support and deliver training and leader development • Leader Development Strategy – Civilian Annex • …articulates requirements for Civilian leader development • Army Training Strategy, Appendix A, Goal #4, Civilian Dev • …articulates requirements for Civilian functional and technical training and • ensures inclusion in Army Campaign Plan Enterprise Based System for the Army Civilian

  6. Strategic Drivers • National Defense Authorization Act of 2010: establishes Congressional mandates for all Services. • Section 1112 (a) Establish a Defense Civilian Leadership Program. • Section 1113 (d) Establish a training program for supervisors and requires reports from the Secretary to Congress. • Department of Defense Instruction (DoDI) 1430.16, Growing Civilian Leaders, November 19, 2009 • The Heads of the DoD Components shall: (a) Plan, program, and budget investments in civilian leader development at levels sufficient to assess periodically the leadership competencies of the civilian workforce and provide learning opportunities aligned with the CLDF&C to maximize overall return on investment. • 5 CFR 412 – Deliberately and progressively develop DoD civilian leaders as a diverse cadre of skilled, effective and efficient leaders prepared to excel in joint, interagency, and multinational environments • Components (ARMY) will establish and align specific strategies for developing the civilian leader workforce, to include objectives and intended outcomes, with the DOD Model. • Programs shall be subject to oversight at the highest levels within DoD, the Components, and subordinate organizations as established by DoD Instruction 1430.16 (reference (k)). • Civilian leader positions include but are not limited to: supervisors, managers, team leaders, program managers, and project managers.

  7. Army Civilian Corps A Case for Change The Army does not have a: • Civilian enterprise-wide requirements generation process; • Robust lifecycle management strategy that addresses accessions through replacement; • Civilian development system that is well managed, integrated, or sufficiently resourced to transform the Civilian Corps for the 21st Century.

  8. Civilian Workforce Transformation LOE 1: Integrated Requirements Allocation, Resourcing Outcome: Integrate requirements determination, allocation and resourcing processes that identifies the Civilian workforce capabilities TasksStatus Develop FC/FCR Staffing Model Complete Develop Requirements COAs Planning Integrate Requirements & Resourcing Planning Develop Requirements & Resource MCOs Planning LOE 2: Civilian Workforce Life-Cycle Strategy Outcome: Improve civilian workforce lifecycle strategy, planning and operations to enhance mission effectiveness. TasksStatus Develop FC/FCR Roles & Responsibilities Staffing Migrate 100% of Civilian Cohort to CPs Underway Implement Competency Management System Pilot underway LOE 3: Integrated Management System Outcome: Establish an integrated management system to support Civilian human capital decision making . TasksStatus Develop Governance Structure Complete Implement Army Career Tracker Spiral 1 Underway Integrated Management Architecture Planning Underway LOE 5: Civilian Hiring Reform (CMO ‘Quickstart’) Outcome: Make the civilian hiring process quicker, more efficient and more effective. TasksStatus Ft. Myer Beta Test Underway Deploy USA Staffing Planning; Apr ‘11 Start Integrate NSEP/SCEP Pilot underway Deploy Marketing/Recruiting campaign Planning underway LOE 4: Civilian Leader Development (CMO ‘Quickstart’) • Outcome: Alignment of Civilian leader education, training and experience programs with requirements and resources needed to fund these programs. TasksStatus Define Critical Executive Competencies Complete Develop Competency-based Course Catalog Underway Refine Leader Experience Programs Planning underway 50%-79% Complete 20%-49% Complete

  9. CWT Supports Senior Leader Priorities * Honorable McHugh , Secretary of the Army, AUSA Convention, 25 Oct 10 **Honorable Westphal, Under Secretary of the Army, AUSA Convention, 27 Oct 10

  10. New Career Programs ** Denotes “new” Career Program New Old

  11. Army Civilian Corps Lifecycle Structure Acquire Transition Sustain Develop Distribute

  12. Institutional Training • The authority to train Army civilians is vested in Title 5, US Code of Federal Regulation, Part III, Subpart C, Chapter 41, Section 4100, Government Employees Training Act (GETA). • Leader development is the deliberate, continuous, sequential, and progressive process; grounded in Army values that develop civilians into competent and confident leaders capable of decisive action. • Functional training provides employee study in scientific, professional, technical, mechanical, trade, clerical, fiscal, administrative, or other fields which will improve individual and organizational performance and assist in achieving the Army’s mission and performance goals. • Functional Training includes Competitive Professional Development (CPD) programs as well as functional /technical training within TRADOC and other military schools. • CPD provides developmental opportunities in academic (university) programs, Training-With-Industry (TWI) and/or planned career enhancing assignments documented in Career Programs’ ACTEDS plans or non-careerists Individual Development Plan • ADT allows employees to obtain an academic degree related to the performance of their official duties.

  13. Overview Civilian Leader Development Pay Band 1 Pay Band 2 Pay Band 3 GS-5/7/9 GS-11 GS-12 GS-13 GS-14 GS-15 NAF 1/2/3 NAF 4 NAF 5 Defense Senior Leader Development Program (DSLDP) • Civilian Education System (CES) is the underpinning of all leader development programs • Substantial policy changes effective FY12 • Increase Mobile Education Teams • Aligned with DOD Competencies • Must meet intent of National Defense Authorization Act – must report to Congress Senior Service College Continuing Education for Senior Leaders (CESL) Advanced Course (AC) – DL & Resident DOD Executive Leadership Prgm (DELDP) Manager Development Course (MDC) – DL Intermediate Course (IC) – DL & Resident DOD Civ Emerging Leader Prgm Basic Course (BC) – DL & Resident Supervisor Development Course (SDC) – DL Action Officer Development Course (AODC) – DL Foundation Course (FC) – DL For ALL new Army civilians 13 Communities of Practice Available at Each Level

  14. DoD Civilian Leader Development Continuum and Army CES Crosswalk Vision External Awareness Strategic Thinking Political Savvy Global Perspective National Security Strategy Lead the Institution Technology Management Financial Management Creativity and Innovation Partnering Entrepreneurship National Defense Integration National Security Environment Lead Organizations/ Programs CES Advanced Course Human Capital Management Leveraging Diversity Conflict Management Developing Others DoD Corporate Perspective National Security Foundation Lead People CES Intermediate Course Deliberate development through progressive learning opportunities (education, training, self-development, assignments) that broaden experience and increase responsibility. Lead Teams/Projects CES Basic Course Team Building Accountability Decisiveness Influencing/Negotiating DoD Mission and Culture Lead Self CES Foundation Course Flexibility Integrity/Honesty Interpersonal Skills Resilience Customer Service Oral Communication Continual Learning Problem Solving Written Communication Service Motivation Technical Credibility Mission Orientation Computer Literacy

  15. CES Courses • The FOUNDATION COURSE • Eligibility: • Open to All Army Civilian employees • Military and other DOD employees • Required for all interns, team leaders, supervisors and managers hired after 30 September 2006 • Objectives: • Learn Army structure and leadership doctrine • Team building, group dynamics and effective communication principles • Organize daily activities • Increase self-awareness • Meet DA admin requirements • Understand Army Civilian career progression • The BASIC COURSE • Eligibility: • Army Civilian permanent employees in supervisory or managerial positions • Army Civilian permanent employees • Military supervisors of Civilians/other DOD employees • Objectives: • Apply leadership skills • Demonstrate leader attributes • Manage mission accomplishment • Comply with applicable laws • Subordinate/Self development

  16. CES Courses • The ADVANCED COURSE (AC) • Eligibility: • Army Civilian permanent employees in supervisory or managerial positions • Senior level Army Civilian permanent employees • Military supervisors of Civilians/other DOD employees • GS 13-15/comparable NSPS band • Objectives: • Leading complex organizations in • support of national security • Managing organizational resources • Leading change • Inspiring vision and creativity • Directing program management • Supporting the Joint Forces • The INTERMEDIATE COURSE (IC) • Eligibility: • Army Civilian permanent employees in supervisory positions • Army Civilians in permanent positions • Military supervisors of Civilians/other DOD employees • Objectives: • Leading people • Develop cohesive organizations • Managing human/fiscal resources • Implementing change • Effective thinking/communication • Mission accomplishment • Preparing an organization for the future

  17. Civilian Education System (Policy) • HQDA centrally funds CES for all Army civilians. • CHRTAS is the registration system for CES courses. • CES attendance is based on meeting course prerequisites and eligibility requirements. • Foundation course is required for all interns, team leaders, supervisors and managers hired after Sept 2006. • Priority 1: Army team leaders, supervisors and managers to attend Basic, Intermediate and Advanced Courses. • Priority 2: All other Army civilians to attend Basic, Intermediate and Advanced Courses. • Priority 3: Other attendees (military/non-Army). This group is not centrally funded.

  18. Civilian Education System (Policy) • Interns are required to complete the Action Officer Development Course and Foundation Course before completion of the intern program. • Team leaders are required to complete the Basic Course. • Supervisors and managers are required to complete the Basic, Intermediate and Advanced courses at the appropriate grade level. • Advanced Course is available to GS13 and above or equivalent pay band. • Continuing Education for Senior Leaders (CESL) is available to GS14-15 or equivalent pay band, one year after AC completion and thereafter in one year iterations.

  19. Civilian Education System (Policy) • Employees can reapply for the same level of completed training after 5 years. • Local Nationals are centrally funded to attend CES and attend on command quotas IAW policy priorities. • CES classes open to five non-Army students. • CES equivalency can be requested for training completed within 10 years of credit request. Apply through CHRTAS. • CES constructive credit is requested through AMSC for G-37 approval. Consideration of leadership education/training completed through private industry, another military department, federal agency, university or for civilian supervisory experience.

  20. Equivalent Courses CHRTAS: https://www.atrrs.army.mil/channels/chrtas/default.asp

  21. Integrating Army Acquisition Workforce Training and CES Leadership Education Courses • Integrating CES Core Leadership Courses into AAW Functional Training Plan • Certification level is loosely tied to grade level of position (i.e. Level 1=GS 9; • Level 2= GS 9-12; Level 3=GS12-SES) • Required functional training is first priority for AAW employees. Certification is a condition of employment in position. • Once certification is achieved, CES Core Leadership Courses are taken to round out the employee as a functional expert and Army leader. • CES Core Leadership Courses can be used to maintain certification by filling the requirement for Continuous Learning Points (example next chart). • Policy changes regarding grade targets for Core Leadership Courses and the elimination of the 10-year rule for course equivalency will encourage CES attendance at the appropriate course level.

  22. Army Acquisition Workforce Training and CES Leadership Education Courses • Continuous Learning Points (CLP) Requirement • Once an AAW member achieves the required Certification Level, he or she must earn CLPs • CLPs are required at 40 per year and 80 per 2 years. • CES core leadership courses can be used to gain CLPs by being counted as continuing education units (CEUs). • CES Basic Course (phase 1 & 2) at 11.6 CEUs = 116 CLPs • CES Intermediate Course (phase 1 & 2) at 16.3 CEUs = 163 CLPs • CES Advanced Course (phase 1 & 2) at 26.9 CEUs = 269 CLPs

  23. Army CES Statistics - Objective 4-2, Subtask 4-2.6 As of 10 Apr 11

  24. Civilian Leader Development: Online Courses distributed Learning (dL) available through the Internet for all Army Civilians for self-development Action Officer Development Course Supervisor Development Course Manager Development Course Assists supervisors and managers with basic skills for managing work and leading people Recommended for all Civilians in supervisory and management positions Designed for Civilians who “work actions” on behalf of senior staff officers or commanders Required for interns Completion required before they complete the intern program Provides supervisors and managers with Civilian administration skills such as work management and basic supervision Required for employees in supervisory and management positions

  25. Senior Service College (SSC) • SSC is at the apex of a civilian’s leader educational development and prepares civilians for positions of greater responsibility. • SSC is for civilians who require an understanding of complex policy and operational challenges and increased knowledge of the national security mission. • Schools: Army War College (AWC), Army War College-Distant Education (AWC-DE) and Industrial College of the Armed Forces (ICAF) • Eligibility: • GS 14/15 or equivalent pay band • Three years in a DA civilian permanent appointment • Baccalaureate degree from an accredited college or university • CES Advanced Course completion or equivalent credit • Selected by DA Secretariat Board Selections (Order of Merit List) • Continued service agreement required Army selectees centrally managed under the G37/TR Civilian Training Student Account (CTSA); Placement after graduation by the G-1 Civilian Executive Board (CEB) 25

  26. Civilian Training Student Account Objective 4-2, Subtask 4-2.5 • Program Purpose • Establish a centrally managed Army Civilian Training Student Account (CTSA) for Civilians selected by Army to attend the U. S. Army War College (AWC) and the Industrial College of the Armed Forces (ICAF) Senior Service College (SSC) resident programs (modeled after the military trainee, transient, holdee, student (TTHS) account) • Program Benefits • Civilians assigned to the CTSA will be relieved of organizational responsibilities, allowing them to concentrate on their training requirements • Losing commands can immediately backfill against the vacant position and mitigate disruption to the mission • Selectees attend SSC in a long-term TDY status and are authorized one centrally funded PCS move to their next duty assignment upon graduation funded by the G-3 (exclusive of DNRP) • IAW AR 350-1 Army Training and Leader Development, selectees are subject to mandatory graduate placement managed by G-1(CP). Placement goal is 15 April 11 • Provides, for the first time, a deliberate process that aims to maximize individual capabilities of the Army’s highest performing civilian

  27. DOD Executive Leadership Development Program (DELDP) • Typical Program Elements: • Two -week core curriculum training (team building, decision making, problem solving, communication, etc) • One-week deployments each month Dec – Jun to various installations and forward-deployed locations • Briefings on Defense and international issues, intelligence operations and training at Defense Executive Institute • Command or ACTEDS funded ($6000 tuition) • Eligibility: • GS 12-14 or equivalent pay band • Three years in a DA Civilian permanent appointment • Baccalaureate degree; GS-12 - CES Intermediate Course or equivalent*; GS-13 above - CES Advanced Course or equivalent* • A Secret Clearance • Posses good physical condition and demonstrated ability to work effectively as a team member • Component reviews nominations; forwards top candidates to DOD for final selection *recent policy change

  28. Defense Senior Leader Development Program (DSLDP) • Program Elements: • Senior-Level Professional Military Education (PME) • Defense-Focused Leadership Seminars • Individual Development with SES Advisors and Professional Coaches • DOD funded • Eligibility: • GS 14/15 or equivalent pay band • Three years in a DA civilian permanent appointment • Baccalaureate degree • CES Advanced Course completion or equivalent credit • One year supervisory experience • Minimum standard for proficiency of ECQ competencies • Component nomination for DOD selection across components • Rigorous DoD level selection process – ECQ-based • DOD Board selection; DOD Leadership ratifies selections • Requires continued service agreement

  29. Army Congressional Fellowship (ACF) Program • Typical Program Elements: • 18-month program which provides congressional training • 40-hour Force Integration Course; assignment on the staff of a member, committee, or support agency of Congress • Responsibilities include drafting legislation, arranging congressional hearings, writing speeches • Masters Degree in Legislative Affairs, George Washington University • DoD funds $25,000 tuition • Travel and per diem Command or ACTEDS funded • Eligibility: • GS 12-15 or equivalent pay bands • Three years in a DA civilian permanent appointment • Baccalaureate degree; GS-12 CES Intermediate Course or equivalent*; GS-13 above CES Advanced Course or equivalent* • Component reviews nominations; forwards top candidates to DA Secretariat for final selection • Selectee must sign a continued service agreement *recent policy change

  30. OPM Federal Executive Institute (FEI) Leadership for a Democratic Society • Typical Program Elements: • Four-week program covering personal leadership in government, transforming public organizations, policy in a constitutional system, global perspectives , and public action • Designed to develop care executive competencies, linking individual development to improved agency performance • $19,500 tuition • Command or ACTEDS funded • Eligibility: • GS -15 or equivalent pay bands • Three years in a DA civilian permanent appointment • CES Advanced Course or equivalent* • Commands/FCRs review nominations; forwards top candidates to G-37/TRV for final selection *effective 1 Oct 11

  31. Harvard University Program for Senior Executive Fellows (SEF) • Typical Program Elements: • Four-week program targeted for promising upper-level managers who have advanced rapidly into senior positions and are now required to focus on ”the larger picture” of the organization • Builds on executive skills in political and public management, negotiation, human resource management, policy-making, organizational strategy, communication, ethics and leadership • Participants expected to contribute professional expertise to compliment program’s learning experience • $18,000 tuition • Command or ACTEDS funded • Eligibility: • GS 14-15 or equivalent pay bands • Three years in a DA civilian permanent appointment • CES Advanced Course or equivalent* • Nominations are paneled and selections made at G37/TR *recent policy change

  32. Senior Manager Course (SMC) in National Security • Typical Program Elements: • Four-week program designed to provide senior leaders and managers an understanding of the factors and forces that shape national security strategy and policy – held in Washington, DC • Site visits to the Supreme Court, Congress, the National Security Council, the State Department, media outlets, key think tanks, and Non-Government Organizations • Field trip to New York City during which a number of transnational security issues will be analyzed • Tuition, meals, and lodging funded by DoD • Command or ACTEDS funded (travel and incidentals) • Eligibility: • GS -15 or equivalent pay bands • Three years in a DA civilian permanent appointment • CES Advanced Course or equivalent* • Nominations are paneled and selections made at G37/TR; top candidates forwarded to OSD for final selection *recent policy change

  33. Academic Degree Training • Academic Degree Training (ADT): • Authorized under Title 5, US Code, Section 4107 and Title10, United States Code, Section 1745(a)(2). • Must be part of a planned, systematic and coordinated program of professional development endorsed by the Army that supports organizational objectives. • Academic degree to be pursued must be related to the performance of the employee’s official duties. • Degree granting institution must be accredited. • All members of the Army Civilian Corps may apply for ADT Training—See ACTEDS Catalog/local command guidance. • All requests must be properly routed through G-37/TRV for review and forward to ASA (M&RA). • The ASA(M&RA) has sole authority for approving ADT requests, regardless of funding source.

  34. Academic Degree Training • ADT Application Packet • Academic Degree Training Application Form • Signed by Applicant, ACPM, MCPM, and FCR (or Command POC) • Academic Degree Training Applicant Statement (NTE 500 words) • Academic Degree Plan (for entire program) • Continued Service Agreement (pgs 4-5) of the Authorization, Agreement, Certification of Training (SF 182) and SF 181 – RNO Form • Resume (that includes list of prior government sponsored training and individual courses funded by ACTEDS) • Letter of Acceptance from an accredited institution • Validation of Requirement/Utilization Plan from Employee’s Supervisor (NTE 500) • ACTEDS Funded – signed by ACPM, CPM and FCR: • Career Program Functional Review Form • Request for Central Resource Support Form • Career Program Unique Documents (if required) • Command Funded: • Endorsement from Commander (ACOM, ASCC, DRU, OAA) • Command Unique Documents (if required)

  35. Mandatory Supervisory Training • Strategic Drivers: • The 2010 National Defense Authorization Act (NDAA) Section 1113 •   5 CFR Section 412.202 •   Federal Supervisory Training Act of 2010* • The 2010 NDAA outlines specific development of a mandatory training program for DoD supervisors: • All supervisors who supervise DOD Civilians (Military, Civilian) • Supervisory training on the use of the new NDAA authorities, prohibited personnel practices and mentoring of new supervisors • Development of individuals in supervisory, managerial and executive positions, as well as individuals whom the agency identifies as potential candidates for those positions, based on the agencies' succession plans • First time supervisor (in job less than 2 years) training not later than one year after the date on which an individual is appointed to the position of supervisor. • Refresher/sustainment training for each supervisor required at least once every three years • Courses of Action for Army way ahead under development

  36. Supervisory Training - Background • Program content should include training on the appropriate authorities, actions, options, and strategies to include…. • Merit System Principles • Prohibited Personnel Practices • Performance Goals and Objectives • Improving Performance and Productivity • Managing Performance Problems • Mentoring Employees (cannot be accomplished by courseware) • Motivating Employees • Addressing Hostile Environment, Reprisals, Harassment • Collective Bargaining • Employee, Management, Union Rights • Career Transitions • Individual Development Plan • Continuous Learning Experiences Linked to Leader Competencies • OSD and Army are reviewing additional topics that will be required to include in DoD course content

  37. Army Career Tracker (ACT) • ACT is a leadership development tool that will: • Integrate training, education, and experiential learning into one personalized and easy to use interface • Present users with an intelligent search capability of multiple Army education and training resources • Provide users with a more efficient and effective way to monitor their career development • Allow leaders to track and advise Users on their personalized leadership development • ACT is a part of the Army Learning Concept 2015. • ACT is part of G-3 Army Campaign Plan 2011 and Civilian Workforce Transformation

  38. ACT Operational View (OV-1) 38

  39. CWT LOE 3: Army Career Tracker - Civilian • Army Career Tracker is built on world class industry leading commercial off the shelf (COTS) product • IBM Collaboration Accelerator and WebSphere Portal; IBM Info Sphere DataStage • Endeca Information Access (Search Engine); Lotus Content Management; Cognos Business Intelligence; • Metastorm Information Manager (HRC Enterprise Svc Bus) • AKO Single Sign on; System of Record Notice; Privacy Impact Assessment Civilian Home Page My Activities My Career Brief My IDP My Career Map Search Catalog My Journal, Supervisor Page, Career Program Page, Career Resources, Find an Expert, Staff Roles, Report Capabilities

  40. ACT Civilian Home Page My IDP 40 40

  41. Army Career Tracker-Civilian Deployment Schedule D R A F T AS OF 15 April 11

  42. ACT – Civilian Milestones As of 4 Mar 11 DP DP DP 42

  43. Resourcing Civilian Training • OSD funded programs • ACTEDS Central funds (other than Intern/Fellows): • CES for all permanent Army civilians • Competitive Training for Careerists serving in the 23 Career programs and Mission Critical Occupations • Expanding to 32 CP to include all Career Fields • Proponent funded training: centralized training funds managed by the functional proponent external to ACTEDS • Command funded training: managed by the commands to fund training for members of their respective commands, irrespective of series or grade • Installation/local funds: generally fund training which is technically/functionally oriented and supported by the employee’s agency

  44. Conditions for Future Success • Transform our automated training management processes / leverage Army Career Tracker (ACT) • Build a foundation of clear doctrine and policy • Stand up/expand the Civilian Training Student Account (CTSA) for SSC students • Expand civilian functional training for all career programs • Meet NDAA Intent: • Mandated CES leader development training • Implement mandatory supervisory training to meet NDAA intent • Integrate competency management, measures of effectiveness , return on investment • Develop and implement “boots on the ground” acculturation training in FY12 • Strengthen our relationship with our sister services • Resource civilian training requirements in the FY 14-18 POM • Encourage career long learning

  45. What We Need From You As leaders, you play a key role in the development of that workforce! • Attend training to further your professional development. • Support your employees and ensure the right person gets to the right training at the right time. • Provide us informed feedback so that we can make the requisite changes to meet the needs of the workforce.

  46. Endstate An Evolutionary Change To … • A civilian training and leader development system • that is • fully integrated into the civilian life-cycle, • competency based, requirements driven, synchronized with the uniformed military system, expanded • to every civilian career field, and measurable • to show value in • supporting the Army mission.

  47. Points of Contact G-37/TRV Civilian Training and Leader Development Support Division Chief – Vicki A. Brown, 703.545.4312, Vicki.Brown@us.army.mil Deputy/LD Policy – Ruth Ann Gurr, 703.545.4216, RuthAnn.Gurr@us.army.mil CES Policy – Lisa Rycroft, 703.545.4330, Lisa.Rycroft@us.army.mil CES Credit/CHRTAS Support - Virna Drummond, 703.545.4346, virna.drummond@us.army.mil SSC/DSLDP – Michelle White, 703.545.4313, Michelle.L.White@us.army.mil Competitive Professional Dev – Lee Carver, 703.545.4314, Lee.Carver@us.army.mil Academic Degree Training – Barbara Bellamy, 703.545.4320, Barbara.Bellamy@us.army.mil IT/Army Career Tracker – Patricia Rochester, 703.545.4310, Patricia.Rochester@us.army.mil TRV Operations Mailboxes: CES Registration: https://www.atrrs.army.mil/channels/chrtas/ CES Course Credit Requests: CivilianLeaderDevelopment@us.army.mil G-3/5/7 TRV Central Budget email: DAMOTRVBud@conus.army.mil Academic Degree Training: Academicdegreetrainingsupport@conus.army.mil

  48. What are your Questions???

  49. Army Vision: A Balanced Army for the 21st Century ASA (M&RA) ASA (CW) ASA (FM&C) ASA (ALT) ASA (I&E) Army Outcomes An All-Volunteer Force of High Quality Soldiers, Civilians, and Leaders Soldiers, Equipment, and Units Restored and Reconstituted for Full Spectrum Operations Trained and Ready Units Delivered on Time for COCOMs An Agile, Disciplined Warrior Team that Dominates Across the Spectrum of 21st Century Operations Sustain the Army's Soldiers, Families and Civilians Prepare Forces for Victory in the Current Conflict RESET Forces to Rebuild Readiness and for Future Deployments and Contingencies Transform to Meet the Demands of Persistent Conflict in the 21st Century Army Imperatives Overarching Requirement Effectively and Efficiently Allocate and Use Resources to Build the Best Possible Force Campaign Objectives Man the Army &Preservethe All-Volunteer Force ASA (M&RA) Staff Coordination: G-1 Core Enterprise: HCE Support Global Operations with Ready Landpower ASA (M&RA) Staff Coordination: G-3/5/7 Core Enterprise: RCE Provide Facilities, Programs & Services to Support the Army and Army Families ASA (I&E) Staff Coordination: ACSIM Core Enterprise: SICE Equip the Army For Full Spectrum Operations ASA (ALT) Staff Coordination: G-8 Core Enterprise: ME Transform the Generating Force ASA (M&RA) Staff Coordination: G-3/5/7 Core Enterprise: HCE Sustain the Force for Full Spectrum Operations ASA (ALT) Staff Coordination: G-4 Core Enterprise: ME Transform the Operating Force ASA (M&RA) Staff Coordination: G-3/5/7 Core Enterprise: HCE Train the Army For Full Spectrum Operations ASA (M&RA) Staff Coordination: G-3/5/7 Core Enterprise: HCE Transform Business Operations ASA (FM&C) Staff Coordination: OBT Army Mgmt Enterprise ASA(FM&C) interfaces with all objectives • Defined as: Enable a flexible and adaptive Civilian workforce in support of the Total Army. • Members: HQDA G-1 (CP, PR); HQDA G-3/5/7; M&RA CPQ; CHRA; USAMAA; AAC; OSA-OBT; ASALT; OGC; OTJAG. • Lines of Effort: • 1-4.1 Integrate requirements determination, allocation and resourcing processes that identifies the Civilian workforce capabilities. • 1-4.2 Improve civilian workforce lifecycle strategy, planning and operations to enhance mission effectiveness. • 1-4.3 Establish an integrated management system to support Civilian human capital decision making and allows leaders and employees to perform their roles more efficiently in support of Army goals and missions. • 1-4.4 Army Civilian Leader Development (CMO “Quickstart”). • 1-4.4.1 Execute Army SES Competency Assessments. • 1-4.5 Execute activities to reform the Civilian Hiring Process (CMO “Quickstart”). 1-1 Adapt Processes to Acquire & Retain Best Qualified Soldiers AAC 2-1 Provide Infrastructure that Supports Stationing & Readiness ACSIM, IMCOM 3-1 Provide Forces ISO Operational Requirements FORSCOM 4-1 Training Soldiers & Civilians G-3/5/7 5-1 Modernize & Equip the Army to Increase Strategic Depth G-8 6-1 Manage & Improve Materiel Readiness G-4 7-1 Reorganize AC & RC into Modular Formations G-3/5/7 8-1 Adapt Generating Force Size & Manpower Mix G-3/5/7 9-1 Develop & Implement an Integrated Management System OBT Major Objectives 8-2 Transform LWN via the GNEC CIO / G-6 1-2 Synchronize Delivery of Soldiers ISO the Total Army Mission G-1 2-2 Enhance Well-Being, Quality of Life & Reduce Deployment Stress ACSIM, IMCOM 3-2 Continue to Adapt ARFORGEN Processes FORSCOM 3-2 Continue to Adapt ARFORGEN Processes 4-2 Grow Adaptive & Competent Soldier & Civilian Leaders G-3/5/7 5-2 Provide APS to Increase Responsiveness G-8 6-2 Institutionalize ARFORGEN Sustainment Functions G-4 7-2 Refine the Role of the RC DAS 9-2 Harmonize the Acquisition & Fielding Processes ASA (ALT) 1-3 Develop a Sustainable & Affordable Force G-1 2-3 Deliver Responsive Services that Support the Total Force Processes of Manning, Equipping & Training at Installations ACSIM, IMCOM 5-3 Protect Weapon Systems Programs to Maintain Warfighter Dominance ASA (ALT) 6-3 Refine Sustainment Capabilities for the Force TRADOC 7-3 Adapt the AC/RC Force Mix G-3/5/7 8-3 Adapting the Army for Building Partner Capacity G-3/5/7 9-3 Adapt Capabilities Development Process G-3/5/7 3-3 Transform ARFORGEN Business Architecture OBT 4-3 Deliver Training Support G-3/5/7 8-4 Leverage Joint Interdependence TRADOC 1-4 Execute Civilian Work Force Transformation G-1 2-4 Implement Environmental Compliance, Conservation & Clean-up Programs ASA (I&E) 5-4 Maintain a Leading Edge in Technology ASA (ALT) 6-4 Transform Contracting Enterprise to Support the Army’s 21st Century Procurement Requirements ASA (ALT) 7-4 Transform LWN via the GNEC CIO / G-6 9-4 Institutionalize Sustainment Lessons from Iraq Drawdown Operations G-4 3-4 Train Units for Full Spectrum Operations in a Changing OE FORSCOM 5-5 Conduct Robust And Credible T&E to Support Army Acquisition and Full Spectrum Operations DUSA-TE 2-5 Adapt / Execute Energy Security & Sustainability / Climate Strategies ASA (I&E) 6-5 Develop and Sustain a Relevant Organic Industrial Base to Meet Future Contingency Operational Requirements G-4 7-5 Adapt BCT Mix for an Era of Persistent Conflict G-3/5/7 9-5 Strengthen Financial Management ASA (FM&C) 1-5 Integrate Strategies to Sustain Individual and Family Readiness ASA (M&RA), G-1 3-5 RESET Units FORSCOM 2-6 Provide a Safe & Healthy Environment to Train, Work & Live ASA (I&E) 9-6 Transform Business Systems Information Technology OBT, CIO / G-6 CONSOLIDATED PREDECISIONAL DRAFT 26 July 10 (1400) 2-7 Provide an Effective Protection Capability at Army Installations IMCOM 9-7 Improve Business Systems Information Technology Governance OBT Foundational Requirements 49 Enhance Strategic Communication Secure Financial Resources & Legislative Authorities to Meet Requirements Incorporate Cost Management into Processes

  50. Army Vision: A Balanced Army for the 21st Century ASA (M&RA) ASA (CW) ASA (FM&C) ASA (ALT) ASA (I&E) Army Outcomes An All-Volunteer Force of High Quality Soldiers, Civilians, and Leaders Soldiers, Equipment, and Units Restored and Reconstituted for Full Spectrum Operations Trained and Ready Units Delivered on Time for COCOMs An Agile, Disciplined Warrior Team that Dominates Across the Spectrum of 21st Century Operations Sustain the Army's Soldiers, Families and Civilians Prepare Forces for Victory in the Current Conflict RESET Forces to Rebuild Readiness and for Future Deployments and Contingencies Transform to Meet the Demands of Persistent Conflict in the 21st Century Army Imperatives Overarching Requirement Effectively and Efficiently Allocate and Use Resources to Build the Best Possible Force Subtask 4-1.6 Consolidate policy and guidance governing Army Civilian training. Metric: Revised AR 350-1, Army Training and Leader Development, released to include civilian training guidance by 30 Sep 11. Subtask 4-1.7 Develop an Enterprise Civilian Training Management System to automate application processes, track and record civilian training and training requirements. Metrics: (1) Enhance the current ATRRS/CHRTAS to include Competitive Professional Development Training and an automated SF 182 by 30 Sep 11.(2) Provide visibility of training and professional development records through the Army Career Tracker portal by 30 Sep 12. Subtask 4-1.8 Maximize use of TRADOC and other military Schools to conduct Civilian training. Metrics: (1) Increase fill of unused seats in TRADOC schools, by Army Civilians, where applicable.(2) Establish standards, metrics and systemic evaluation for TRADOC and other military schools conducting civilian functional training by 30 Sep 12. Subtask 4-1.9 Develop and implement an acculturation training program as directed by FY 10 NDAA. Metrics: (1) Acculturation Training Pilot Program implemented NLT 1QFY12. (2) Complete Acculturation Training Program for the Army implemented NLT 4QFY12. Campaign Objectives Man the Army &Preservethe All-Volunteer Force ASA (M&RA) Staff Coordination: G-1 Core Enterprise: HCE Support Global Operations with Ready Landpower ASA (M&RA) Staff Coordination: G-3/5/7 Core Enterprise: RCE Provide Facilities, Programs & Services to Support the Army and Army Families ASA (I&E) Staff Coordination: ACSIM Core Enterprise: SICE Equip the Army For Full Spectrum Operations ASA (ALT) Staff Coordination: G-8 Core Enterprise: ME Transform the Generating Force ASA (M&RA) Staff Coordination: G-3/5/7 Core Enterprise: HCE Sustain the Force for Full Spectrum Operations ASA (ALT) Staff Coordination: G-4 Core Enterprise: ME Transform the Operating Force ASA (M&RA) Staff Coordination: G-3/5/7 Core Enterprise: HCE Train the Army For Full Spectrum Operations ASA (M&RA) Staff Coordination: G-3/5/7 Core Enterprise: HCE Transform Business Operations ASA (FM&C) Staff Coordination: OBT Army Mgmt Enterprise ASA(FM&C) interfaces with all objectives 5-1 Transform the Acquisition Workforce Enterprise ASA(ALT) 1-1 Adapt Processes to Acquire & Retain Best Qualified Soldiers AAC 3-1 Provide Forces ISO Operational Requirements FORSCOM 4-1 Train Soldiers & Civilians G-3/5/7 6-1 Enhance Materiel Readiness G-4 7-1 Reorganize AC & RC into Modular Formations G-3/5/7 8-1 Adapt Generating Force Size & Manpower Mix G-3/5/7 9-1 Develop & Implement an Integrated Management System OBT 2-1 Deliver Responsive Services that Support the Total Force Processes of Manning, Equipping & Training at Installations IMCOM Major Objectives 1-2 Synchronize Delivery of Soldiers ISO the Total Army Mission G-1 2-2 Enhance Soldier, Family & Civilian Well-Being & Quality of Life & Reduce Deployment Stress ACSIM 3-2 Continue to Adapt ARFORGEN Processes 3-2 Institutionalize ARFORGEN FORSCOM 4-2 Grow Adaptive & Competent Soldier & Civilian Leaders G-3/5/7 5-2 Provide Validated & Approved Materiel Requirements G-3/5/7 6-2 Institutionalize ARFORGEN Sustainment Functions G-4 7-2 Refine the Role of the RC DAS 8-2 Transform LWN via the GNEC CIO / G-6 9-2 Harmonize the Acquisition & Fielding Processes ASA (ALT) 1-3 Develop a Sustainable & Affordable Force G-1 2-3 Provide Infrastructure that Supports Stationing, Readiness & Industrial Base IMCOM 3-3 Transform ARFORGEN Business Architecture OBT 4-3 Deliver Training Support G-3/5/7 5-3 Modernize & Equip the Army to Increase Strategic Depth G-8 6-3 Refine Sustainment Capabilities for the Force TRADOC 7-3 Adapt the AC/RC Force Mix G-3/5/7 8-3 Adapt the Army for Building Partner Capacity G-3/5/7 9-3 Adapt Capabilities Development Process G-3/5/7 1-4 Execute Civilian Work Force Transformation G-1 2-4 Implement Environmental Stewardship ASA (I&E) 3-4 Train Units for Full Spectrum Operations in a Changing OE FORSCOM 4-4 Develop Resilient Soldiers, Civilians & Units G-3/5/7 5-4 Provide APS to Increase Army Responsiveness G-8 6-4 Transform Contracting Enterprise ASA (ALT) 7-4 Transform LWN via the GNEC CIO / G-6 8-4 Leverage Joint Interdependence TRADOC 9-4 Institutionalize Sustainment Lessons from Iraq Drawdown Operations G-4 1-5 Integrate Strategies to Sustain Individual and Family Readiness ASA (M&RA) 2-5 Provide a Safe & Healthy Environment to Train, Work & Live ASA (I&E) 3-5 RESET Units FORSCOM 5-5 Protect Weapon Systems Program Information & Technology ASA (ALT) 6-5 Assess & Sustain Essential Industrial Base Capabilities ASA (ALT) 7-5 Adapt BCT Mix for an Era of Persistent Conflict G-3/5/7 9-5 Strengthen Financial Management ASA (FM&C) 2-6 Adapt / Execute Energy Security & Sustainability / Climate Strategies ASA (I&E) 5-6 Maintain a Leading Edge in Technology ASA (ALT) 6-6 Sustain Units for Full Spectrum Operations AMC 7-6 Implement the Capabilities Developments Processes TRADOC 9-6 Transform Business Systems Information Technology OBT 2-10 Institutionalize Contingency Bases ASA(I&E) 2-7 Provide an Effective Protection Capability at Army Installations G-3/5/7 5-7 Conduct Robust & Credible T&E DUSA-TE 9-7 Improve Business Systems Information Technology Governance OBT 2-8 Ensure that Medical Systems Support the Army in an Era of Persistent Conflict MEDCOM 2-9 Complete BRAC, GDPR, GTA, and AMF Conversion without Degrading Readiness IMCOM 5-8 Execute Equipment Reset & Materiel Integration AMC ACP 2011 STRATEGY MAP 21 September 2010 Foundational Requirements Enhance Strategic Communication Secure Financial Resources & Legislative Authorities to Meet Requirements Incorporate Cost Management into Processes

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